complex projects - skills and approaches - simon henley

Complex Projects - Skills and Approaches

Simon Henley MBE

Rolls-Royce plc

Introduction

• Normal Career as a Project/Programme manager

• Progressive increases in size/complexity

• Realisation that PM skills are necessary but not sufficient

• Growing PM as a profession

Complexity Has Many Sources

• Technical

• Political

• Environmental

• Organisational

• Skill/Experience

• etc

Complexity Introduces Non-Linearities into projects which do not respond to Linear Management methods

Complexity factors - JSF

Complexity Factors – A400M

Complexity Factors – TP400

(Organisation Conjoint de Cooperation en matiere d’Armement)

ExportCustomers

32,2% 25% 22,2% 20,6%

( Division of AIRBUS)

Germany France Spain UK Turkey BelgiumLuxembourg Malaysia

UMBRA

Complex vs Complicated

• Cost doesn’t necessarily correlate with complexity

• Technically difficult programmes can be complicated but not complex

• Technically simple programmes can be complex• Complexity characterised by

– Emergence– Uncertainty– Political influences

Complex vs Complicated

Tools for Managing Complexity

• Technical Tools

• Management Tools

• Social Tools

• Etc…tools

If a tool for managing complexity gives you an unequivocal answer, then the problem probably wasn’t complex in the first place

Technical Complexity

A Whole Systems Approach

DeliveringComplex

Programmes

Strategy

Governance

Leadership

Learning

Culture

Programme Skills

Real Life